Newcastle Futures Linking Delivery to Strategy

Background Background Links with Health and strategic thinking Links with Health and strategic thinking Delivery response Delivery response Going forward Going forward

Newcastle Futures Strategic Co-ordination Role Strategic Co-ordination Role –Creating a wrap around service to mainstream –Performance management of discretionary funded partners in the City –Lead partner for City Region, Information and improving overall delivery partnership in city Central Delivery Role Central Delivery Role –Co-ordination of engagement activity –Customer case management

Strategic Coordination Finance, Outputs, Personnel, Communications, Intervention menu, Monitoring, Performance Management, IT systems, Menu of SupportOptions Employment Self Employment Social Enterprise Education Volunteering Engagement Community and Voluntary Sector Jobcentre Plus Newcastle City Council Health & Social Services Education/Justice Marketing Newcastle Futures Board Newcastle Strategic Partnership Skills Health New castle Futures Lifestyle Customer Management Diagnostic Action Plan Continuous Client Support (CBT) ‘Distance traveled’ monitoring Support in Employment Continued Client support Workforce Development Occupational Health

Local Delivery Wide local partnership Wide local partnership 18 Customer Coordinators (CC) 18 Customer Coordinators (CC) Cognitive Behaviour Interviewing technique Cognitive Behaviour Interviewing technique CC in partner premises identified CC in partner premises identified 1924 people registered 764 people into work 1924 people registered 764 people into work Key links with partners Key links with partners Flexible funds Flexible funds Steps programme Steps programme Partner Performance Partner Performance Shared IT system Shared IT system

Health links Director of Health on Board Director of Health on Board Strong link with DWP Pathways Strong link with DWP Pathways Evolving link with PCT Psychology Services Evolving link with PCT Psychology Services Community Mental Health worker partner Community Mental Health worker partner

9 Length of time on benefit Sickness Worklessness At one year off work only I in 5 chance of returning to work

10 Most people do not have severe conditions The large majority (75%) of people on Incapacity Benefits have mild to moderate conditions – The large majority (75%) of people on Incapacity Benefits have mild to moderate conditions – e.g. mental health

11 Barriers to work Inappropriate early interventions Inappropriate early interventions insufficient help to retain current job – GP cited as key to managing early interventions Assumptions of un-employability Assumptions of un-employability Clinical culture assumes illness/disability prevents employment Stigma & discrimination by employers Stigma & discrimination by employers Employer’s negative attitudes particularly with mental health conditions Loss of motivation and confidence Loss of motivation and confidence Professionals, friends and family attitude very important Individual perceptions Individual perceptions About ability to work, seeing themselves working, managing in the workplace etc Interagency problems Interagency problems GPs/advisers/patient difficulty in navigating ‘the system ’ Secker J, Grove B, Seebohm [2001] Kings College London Arthur S et al [2000] NDDP early implementation DSS Research Report 106

Rationale to be different Complexities of customer group – up skilling of advisers Complexities of customer group – up skilling of advisers Research on mental health Research on mental health Need to change culture (thinking) Need to change culture (thinking) Need to gain commitment for sustained outcome for customer Need to gain commitment for sustained outcome for customer Build on evidence/good practice from other pilots/medical profession Build on evidence/good practice from other pilots/medical profession Lord Layard ‘Happiness’ research Lord Layard ‘Happiness’ research

What’s the difference in delivery? Cognitive Behaviour technique interviewing Cognitive Behaviour technique interviewing Case Management Strategy Case Management Strategy Supervision for advisers (Health good practice) Supervision for advisers (Health good practice) Better understanding of “we need to know how someone thinks BEFORE we offer help” Better understanding of “we need to know how someone thinks BEFORE we offer help”

What are initial findings? Training can be customised Training can be customised Need to consolidate and maintain supervision Need to consolidate and maintain supervision Some advisers are reluctant Some advisers are reluctant Too soon to say if its making the difference Too soon to say if its making the difference Better support system for the adviser Better support system for the adviser

Going forward Clinical Psychologist on team Clinical Psychologist on team Adviser Standards Adviser Standards Retain links with community health Retain links with community health Brings health supervision to employability agenda Brings health supervision to employability agenda Transfer of knowledge and understanding of both agencies Transfer of knowledge and understanding of both agencies Action based research Action based research –Model –Mental health

Thanks for listening Discussion Time!!